ISO/TS 16949:2002

Expiration of QS-9000

ISO (Geneva, Switzerland) has stated that

QS-9000 has been extended by 3 years,
and will expire on 14 December, 2006
ISO has indicated that there is virtually no
chance of additional extensions,
nominally, the ISO 9000:1994 standard
embedded within QS-9000 will expire 15
December, 2003.
 Two Key Organizations

International Automotive Task Force

International Automotive Oversight Bureau

 Purpose of the IATF

Develop consensus for international quality

system requirements (automotive)
Develop policy & procedure for registration
Provide appropriate training
Serve as formal liaison
 IATF Members

Authoring Organization of ISO/TS 16949

includes:
Vehicle manufacturers: BMW, DaimlerChrysler,
FIAT, Ford Motor, GM, PSA, Renault, Volkswagen
Industry trade organizations: AIAG, ANFIA, FIEV,
SMMT, VDA
Guest members: JAMA
 IATF Oversight

ANFIA, IAOB, IATF-France, SMMT, VDA-QMC

Implementation of IATF registration scheme and
rules via a common process
Witness audits
Auditor qualification training and exam
Monitor CB/auditor performance
Apply and implement IATF policy and decisions
Coordinate special projects and work teams
Develop sanctioned interpretations and
recommendations for improvement
Database management
 Purpose of IAOB

Implement and manage 16949 registrations

Manage and coordinate with IATF Europe
Support further global consistency
Develop and maintain central database
 Which Car Manufacturers Will
Accept ISO / TS 16949?

The users of -
QS-9000 - US Big 3
VDA 6.1 - German
AVSQ - Italian
EAQF - French
 Why Upgrade to TS?

From the OEM subscribers view:

TS 2nd is based on the current ISO 9001:2000
Includes Customer Specifics to achieve
conformity
Improved control of the auditing process
Reduced audit variation
Better control of certification and its value
 Why Upgrade to TS?

From the suppliers point of view:

Reciprocal recognition (one size fits all)
Vocabulary is consistent with ISO 9001:2000
Process audit is aligned with the way the
automotive business is run
Continual improvement from earlier requirements
documents (e.g., TS 1st, QS-9000, EAQF, AVSQ,
VDA 6.1)
Closer oversight greater value in certification
 ISO/TS 16949:2002 Addresses
Significant QS-9000 issues
The Oversight process
- Tighter registrar control than with QS-9000 Accreditation Body
method, and higher quality auditors
International recognition of ISO/TS 16949:2002
- The Multinational OEM authoring group reduces the number of
certification requirements in Europe, and therefore cost

ISO/TS 16949:2002 is based on and includes ISO 9001:2000

- ISO 9001:2000 includes strengthened management reporting,
continuous improvement and customer satisfaction metrics
(aligned with Q1 2002)
 Eight Principles
Customer focus
Leadership
Involvement of people
Process approach
System approach to management
Continual Improvement
Factual approach to decision making
Mutually beneficial supplier relationships
 Introduction

The goal of this Technical Specification:

development of a quality management system
provide for continuous improvement
emphasize defect prevention
reduction of variation and waste in the supply
chain
 Through industry standards -
ISO9001:2000 & ISO/TS16949:2002.

The intent of this international standard is to

encourage the adoption of the process approach to
manage an organization.

Process approach - for organizations to function

effectively, they have to identify and manage
numerous interrelated and interacting processes.
The systematic identification and management of
the processes employed within an organization and
particularly between such processes is referred to as
process management.
 How Will the Audit Change?

Process audit approach

Automotive application
Line of sight from the organization to the customer
Audit plan
Identification of key processes impacting the customer
Based on the processes as defined by the organization
Performance
Linked to common metrics for
Organization
Supplier
Oversight
 Continual Improvement Cycle
Management
R Responsibility S
C E C A
U Q U T
S U S I
T I Resource Measurement, T S
O R O F
Management C.I. Analysis
M E M A
M
& Improvement C
E E
R E R T
N I
T O
S N
Inputs Product Outputs
Product
Realization
 ISO / TS 16949

Scope and Applicability

Applicable to production and service part
supplier sites that are providing:
Parts or materials
Heat treating, painting, plating, other finishing services
Other customer specific products
May also be applied throughout supply chain
 Whats New (and Different)

Based on ISO 9001:2000 not ISO 9001:1994

Greater focus on the customer and customer
satisfaction
New focus on the Process approach vs. the
elemental approach
Clarification of requirements for continual
improvement
 New and Different (Cont.)

Greater emphasis upon the role of top

management
Measurable quality objectives
Reduced emphasis on documented
procedures
 New and Diff. (Cont.)

Modification in the purpose of internal audits

Use the Deming Cycle of Plan, Do, Check,
and Act as a basic methodology
Process Conrol and improvement is
expanded from product to include all
activities of the organization.
ISO 9001 Supply Chain Terms

SUPPLIER Was
Subcontractor
in QS-9000

Was
Organization Supplier in
QS-9000

Customer
 Automotive Specific
Terminology
Adds sector terminology Modifies ISO terms
Control plan Continual improvement
Design responsible org. Manufacturing
Error proofing
Laboratory
Laboratory scope
Outsourcing
Predictive maintenance
Premium freight
Remote location & site
Special characteristics
ISO 9001 Core Sections
 ISO / TS 16949
Permissible Exclusions

The only permitted exclusions may be in 7.3

Where the organization is not responsible for product design and
development
Permitted exclusions do NOT include manufacturing process
design
Justified with details in the quality manual
Conformity should not be claimed otherwise

Only IATF will prescribe authorized exclusions for

vehicle assembly plants
 Mandatory Procedures

ISO 9001:2000 ISO/TS 16949:2002

Control of Documents Laboratory
Control of Records Field Service (i.e.
Internal Audit Warranty)
Control of Training
Nonconforming Product
Corrective Action
Preventive Action
 Key Differences between
QS-9000 & TS16949
TS16949 focuses on the business processes required to
satisfy customer requirements (The Process Approach).

QS-9000 follows the 20 elements (The Conformity

Approach)

Process audit (TS16949) vs. documentation audit (QS-

9000)
 Contrast between QS-9000 &
TS-16949:2002
QS-9000 TS-16949:2002
(Procedure Based) (Process Based)

Procedures Are: Processes Are:

Driven by task completion Driven by desired output
Issued Managed
May be completed by different May be completed by different
departments with different objectives departments with the same objectives
Are segmented Flow to conclusion
Satisfy the standard Satisfy the stakeholders
Define the sequence of steps to Transform inputs into outputs
perform a task Dynamic
Static
 Management of Processes

1 2 3 4

Process 1 1

Process 2 2

Process 3 3

Process 4 4

A FUNCTIONAL
ORGANIZATION
WITH PROCESS
Functional Goals OVERLAYS
Recognizes:

All work is performed to achieve some objectives

The objective is achieved more efficiently when related resources

and activities are managed as a process

Objectives of the organization which serve to meet its mission will

be met more effectively when the organization is managed as a
system of interrelated processes.
 The Process Approach

Purpose

Objectives Risks

Inputs Process Outputs

Stakeholder Wants & Needs
Products
Specifications
Information
Schedule/Timing
Market Data Results
Industry Trends
Economic Conditions
 Process Mapping
Marshall Key Processes

Program Planning &

Manufacturing Shipping
Launch

Support Processes Business Processes

Manufacturing Information Document Corrective

LRP/OP CQR/CQA Component Quality Internal Auditing Preventive Action
Roadmap Management Control Action

Human Resource Non-conforming Materials

Asset Management Capacity Planning Purchasing
Management Material Management

Management
Review / Continuous
Supplier Improvement
DFM Customer Support Laboratory Records Retention 5S Audit
Management

Quality
Objectives

Supporting Instructions

Forms and Form Instructions

 Process Mapping

How do I get started mapping????

First map out our processes at your location at

the macro level

Identify the process owner

Map out your processes at the micro level that

support the processes at the macro level

 Process Mapping

You will need to identify

The inputs to your processes

The outputs of your processes

And then map out the activities in between that

define the processes
You might find sub processes

Identify metrics to measure the effectiveness

of your processes (must tie to the process
objective)
 Process Mapping

Identify your customers and your process

objectives/outputs (TS16949 section 4.2.2.c)
Internal (other processes) and External

customers
Show interactions between the various

processes
 Process Mapping

Identify your customers and your process outputs

(TS16949 section 4.2.2.c)
Physical products

Documents

Information

Services

Decisions

On time to schedule

Meet profit margins

 Process Mapping

Identify suppliers to your process (internal and external)

(TS 16949 section 4.2.2.c)
What are their inputs to your process

Other processes

Labor

Material

Ideas

Information

Environment

Procedures, Forms, Documents, Records

 Process Mapping

Identify support to your processes (TS16949 section

4.2.2.c)
Human Resources

Training

Purchasing

Finance

Quality Assurance

Etc.
 Process Mapping

Establish a goal against which to measure your metrics

You will need to monitor your metrics and implement

corrective actions if you dont meet your goal

Look for opportunities of continual improvement to

improve your processes

 Process Mapping

Identify risks to the process and the objectives

Compressed Timing

Failure to meet schedule timing

Incomplete customer requirements

Test/performance failures

Rejected approvals (appearance, PPAP)

Underestimated costs

Premium freight
 Process Mapping

Flow chart the process.

Note:
Indicating forms/records to be filled out at each step of the
process can eliminate or reduce the need for procedures to
document activities at each step.
A well done flow chart can eliminate the need for a
procedure to describe the process.
 Questions to Help with Mapping

Purpose
Why does this process exist?
What is the purpose of this process?
What is the outcome?
Outputs
What product does this process make?
What are the outputs of this process?
At what point does this process end?
Customers
Who uses the products from this
process?
Who are the customers of this process?
Inputs/Suppliers
Where does the information or
material you work on come
from? Who are your suppliers?
What do they supply?
Where do they affect the process
flow?
What effect do they have on the
process and on the outcome?
Process steps
What happens to each input?
What conversion activities take
place?
Process Name / Level: Document No./ Release No.

Prototype Process - Farmington Hills (Level 2) 345643/ERD 2345

P ro c e s s O bje c t iv e : P ro c e s s R is k s : P ro c e s s M e a s ura ble s : S uppo rt P ro c e s s e s :

Build and deliver on-t ime,
prot ot ype part s t hat meet
cust omer design &
perf ormance requirement s.
1. M issed delivery dat e t o t he cust omer. 1. On-t ime delivery. Conf igurat ion M anagement
2. Part s do not meet cust omer requirement s in qualit y or perf ormance. 2. Prot ot ype reject ions by t he cust omer. M anuf act uring
Program M anagement
Purchasing

Input s P ro c e s s O ut put s R ule s / R e s po ns ibilit ie s

( 1) Receive ( 1) Sales Depart ment .

Funct ionally Test
Cust omer Cust omer P.O.,
Prot ot ypes
Order EDI, Phone, Fax, ( 2 ) Sales Depart ment .
M ail
( 3 ) Team usually can consist s of Engineering, Qualit y, Sales,
Program M gt ., M anuf act uring.

( 4 ) Sales Depart ment .

( 2 ) Ent er order Test Yes
int o SAP Syst em Issues ? ( 5) If part s are required, part s may be ordered by
Engineering, Sales or supplied int ernally f rom a TRW
( 7) Resolve manuf act uring f acilit y.
wit h t he
No ( 6 ) Prot ot ypes built in accordance t o build checklist ,
Cust omer
drawings & specif icat ions.

( 3 ) Review Order ( 7) Engineering t o coordinat e deviat ion or cust omer

Requirement s wit h concurrence.
Prot ot ype Team ( 8 ) Qualit y
Inspect ion ( 8 ) Qualit y Assurance perf orms & document s inspect ions
using inspect ion st andards or prot ot ype cont rol plans,
depending upon t he specif ic cust omer requirement s.

( 9 ) Qualit y Assurance coordinat es any required deviat ions

using t he specif ic cust omer f orms.
Order
No
Issues ? Qualit y Yes ( 10 ) Qualit y Assurance document s result s using t he specif ic
Yes Issues ? cust omer paperwork and maint ains copies f or f ut ure ref erence.
Paperwork may be sent wit h t he prot ot ype part s or f orwarded
( 9 ) Resolve t o t he cust omer via mail or f ax depending upon specif ic
wit h t he cust omer requirement s.
( 4 ) Resolve wit h No Cust omer
( 11) Shipping Depart ment packas part s and coordinat es
Cust omer
develivery. Sales isrwponsbile f or alert ing shipping in advace
if expidat ed develiry will be require3d.

( 10 ) Complet e ( 12 ) Finance Depart ment coordinat es billing and collect ion.

Prot ot ype
Prot ot ype Sales Depart ment may assist in overdue collect ion t hrough
Revised Paperwork
Paperwork direct cust omer cont act .
P.O. ( 5) Component s
Yes No
Req'd? Invent ory Check

( 11) Packing & Prot ot ype

Shipping Part s
Component s

( 6 ) Build ( 12 ) Issue
Drawings Cust omer
Prot ot ypes Billing t o
Invoice
Cust omer

Specif icat ions

Process Nam: Back to Marshall Key Processes Document No. Revision

Marshall Shipping Process MPM0078 A

P ro c e s s O bje c t iv e : P ro c e s s R is k s : P ro c e s s M e a s ura ble s : S uppo rt P ro c e s s e s :

Ship quality pro duct per 1. On-line system go es do wn and custo mer o rders are missed. 1. On-time delivery perfo rmance repo rt (internal). M aterial M anagement
custo mer requirements. 2. The wro ng quantities are shipped. 2. On-time delevery perfo rmance repo rt (external) Do cument Co ntro l
3. The shipment is no t o n time to the custo mer schedule. 3. P remium Freight. No n-Co nfo rming M aterial
4. Custo mer no t no tified (no A SN) 4. Custo mer Quality
5. No invo ice o r no t co rrect. 5. Finished Go o ds Invento ry
6. Custo mer requirements no t met. 6. Finished Go o ds A ccuracy

Input s P ro c e s s O ut put s R ule s / R e s po ns ibilit ie s / C o m m e nt s

1. S hipping A s s o c ia t e

Report and
Warehouse
M ove to
Storage
Finished Goods

Invoice
Customer

Assemble/Verify
Shipment

Pull Signal to
M anufacturing

G o v e rning D o c um e nt s

Ship Product
1. S hipping ins t ruc t io ns .
2 . G o v e rnm e nt R e gula t io ns
3 . C us t o m e r R e quire m e nt s
Process Nam: Back to Marshall Key Processes Document No. Revision

Assemble / Verify Shipment MPM0079 A

P ro c e s s O bje c t iv e : P ro c e s s R is k s : P ro c e s s M e a s ura ble s : S uppo rt P ro c e s s e s :

Ship quality pro duct per 1. On-line system go es do wn and custo mer o rders are missed. 1. On-time delivery perfo rmance repo rt (internal). M aterials M anagement
custo mer requirements. 2. The wro ng quantities are shipped. 2. On-time delevery perfo rmance repo rt (external) Do cument Co ntro l
3. The shipment is no t o n time to the custo mer schedule. 3. P remium Freight. No n-Co nfo rming M aterial
4. Custo mer no t no tified (no A SN) 4. Custo mer Quality
5. Dro pped parts. 5. Finished Go o ds Invento ry
6. Finished Go o ds A ccuracy

Input s P ro c e s s O ut put s R ule s / R e s po ns ibilit ie s / C o m m e nt s

Delivery Note
1. S hipping A s s o c ia t e
from Customer Review Pick List
2 . S hipping C le rk
Service

Stored Finished Consult SAP

Goods inventory screen.

Reference on-hand inventory screen

when picking shipment

Is container
within the two Identify out of rotation or missing box
No
week window and forward to inventory analyst. (2)
of stock Warehouse
Nonconformance
Yes G o v e rning D o c um e nt s
Is all stock
available? No 1. C us t o m e r P a c k a ging S pe c if ic a t io ns
Yes Yes
2 . D e liv e ry N o t e
Contact 3 . H o nda D e lt a S ys t e m
Yes
M anufacturing or 4 . D C X S M A R T S ys t e m
No
Customer Service 5 . F o rd D D L
Is the box
damaged or 6. M M OG
dropped? Is stock in
the correct No
quantity?

No
Yes

Is another box Pull Order

required?

Assemble order
Shipment
per customer Place on truck
Configuration
directives
 What About the AIAG
Reference Manuals?
The AIAG reference manuals (PPAP, FMEA,
MSA, APQP & SPC are still viable documents.

References to these manuals will be included in

DCX, Ford and GMs respective customer
specifics for TS16949.

Certification to TS16949 also includes the

requirements defined in the AIAG reference
manuals.
Questions?